HomeMy WebLinkAbout2024-05-21; Economic Development Subcommittee; ; Economic Development Strategic Actions UpdateMeeting Date: May 21, 2024
To: Economic Development Subcommittee
From: David Graham, Chief Innovation Officer
Staff Contact: David Graham, Chief Innovation Officer
david.graham@carlsbadca.gov, 442-339-5992
Subject: Economic Development Strategic Actions Update
Recommended Action Receive an informational report on the implementation of current economic development strategic
actions, discuss and provide recommendations.
Executive Summary
The Economic Development Strategic Plan is a roadmap that guides the City’s economic
development activities over a five-year period beginning in 2023. The Economic Development
Strategic Actions Plan is the annual implementation of the tactical steps to achieve the goals and
objectives of the Economic Development Strategic Plan and outlines the tactical actions that are
taken to achieve its goals and objectives. This report provides an update on the implementation of
the approved strategic actions.
The strategic actions are updated annually and presented to the Economic Development
Subcommittee for their input and recommendation to the City Council. At the March 19, 2024
meeting, the subcommittee unanimously approved providing a recommendation to the City Council
to adopt the Economic Development Strategic Actions for Fiscal Year 2024-25 (Exhibit 1). The
recommendation also included moving the small business liaison program implementation up to
Fiscal Year 2024-25 without creating a new position and maintaining department service levels to
ensure efficient implementation of the Economic Development Strategic Plan.
Explanation and Analysis
Progress on Current Actions
The following are highlights from the implementation of the Economic Development Strategic Plan
and reflect recent progress.
Cybersecurity Awareness
In conjunction with the San Diego Cyber Center of Excellence and Carlsbad Chamber of Commerce,
the city has continued to support the cybersecurity awareness program for businesses. Now, more
than 90 small businesses have participated in training workshops.
Life in Action Recruiter
Since relaunching Life in Action Recruiter, more than 45 Carlsbad businesses have signed up to use
the Candidate Marketplace. Both businesses and candidates have expressed eagerness to use the
ECONOMIC DEVELOPMENT SUBCOMMITTEE
May 21, 2024 Item #3 Page 1 of 15
platform. The program addresses significant challenges in sourcing new employees by providing a
centralized and efficient program to identify candidates who may not have been on the company’s
radar. It streamlines the connection between employers and qualified candidates, reducing the time
and resources spent on recruiting. The Candidate Marketplace has a user-friendly interface that
allows businesses to easily search, filter, and sort candidates, and engage directly with those that
they see as qualified for openings. The program is designed to be a supplement for businesses’
ongoing recruiting practices.
Intern Housing
To alleviate the burden of finding summer interns who can’t find housing or afford to live in North
County during an internship, the City of Carlsbad, in conjunction with the San Diego North Economic
Development Council (SDNEDC) and California State University San Marcos (CSUSM), supported the
expansion of a program allowing employers to use CSUSM student housing for summer interns. This
initiative has led to a threefold increase in program enrollment, with several Carlsbad companies
taking advantage of the opportunity. The program provides discounted accommodations for
summer interns and offers several enrichment programs designed to engage interns with local
businesses and showcase North County's attributes.
Moving forward, businesses are encouraged to connect with SDNEDC to participate in this program.
The discounted housing not only makes it feasible for interns to live and work in North County but
also helps local companies attract and retain top talent. The enrichment programs, which is being
led by SDNEDC, further enhance the intern experience by fostering connections with the community
and highlighting the benefits of living and working in Carlsbad and the surrounding North County
region. This initiative is one of the components the city is implementing to support workforce
development and strengthen the local economy.
Business Visits
Staff have organized a series of business visits to increase engagement between businesses, staff,
and city leaders and officials. In March and April, two tours were conducted with Vuori and Argonaut
Manufacturing Services. These tours involved participation from four council members, the Deputy
City Manager, the Chief Innovation Officer, and the Economic Development Manager. During these
visits, attendees gained direct insights into the opportunities and challenges faced by these
businesses. This program allows city leaders to understand the diverse types of businesses and
operations in Carlsbad and connect with business leaders to anticipate and address potential
challenges.
Upcoming tours include Quidel Ortho, Ionis, and HME Electronics.
Industry Discussions:
Staff have been actively convening industry stakeholders, rotating through each of Carlsbad’s key
industries to foster cross-pollination and create a robust ecosystem of activity. Each month, 10-15
leaders from a specific industry, ranging from large companies to small startups, gather to discuss
trends, challenges, and opportunities. These discussions are designed to build connections, share
insights, and identify collaborative opportunities that can drive growth and innovation across the
city's business landscape.
In March, the focus was on the city’s Sports and Active Lifestyle industry and highlighted the diverse
May 21, 2024 Item #3 Page 2 of 15
range of the industry. In April, the focus was on the burgeoning Cleantech industry in Carlsbad,
demonstrating that the city is becoming a hub of sustainable development and environmental
innovation. In May, the spotlight shifted to the Life Sciences industry, underscoring Carlsbad's robust
core of medical device and biotechnology companies. Through these ongoing industry discussions,
the city aims to strengthen relationships, promote knowledge sharing, and support the continued
success of Carlsbad's diverse economic sectors.
Dynamic Economic Indicators Dashboard
A powerful new tool to support data-informed decision-making is now online. The Dynamic
Economic Indicators Dashboard covers key areas such as industry sectors, commercial real estate,
talent and workforce demographics, and overall economic indicators, this dashboard ensures that a
wide public audience—from city leaders to commercial brokers and business leaders—has access to
critical information. The indicators provided are updated as new data becomes available, meaning
the dashboard stays as current as possible.
By offering comprehensive economic analysis, the dashboard aids in maintaining economic stability
and fostering growth. City leaders can use the data to make informed policy decisions, commercial
brokers can better understand market trends, and business leaders can strategize for future
investments. The timely and accurate updates provided by the dashboard help support Carlsbad's
continued economic vitality and resilience.
Innovate78
The Innovate78 collaborative, which includes the cities of Carlsbad, Escondido, Oceanside, San
Marcos, and Vista, has begun its partnership with Connect, the regional organization that supports
startup growth and innovation economy. On May 14, 2024, a kickoff event with 50 startups and
innovative firms was held in Oceanside. The program allowed the five cities to engage with those
businesses, learn about their growth trajectory, and find opportunities to provide support.
As part of Connect’s work with Innovate78, the organization will host one of its primary events, the
Summer Social, in Carlsbad. The event will take place June 13, 2024 at The Flower Fields.
Business Improvement Districts
On May 6, 2024, the Carlsbad Golf Lodging Business Improvement District (CGLBID) Advisory Board
passed resolutions completing the spend down of the remaining CGLBID reimbursement funds. With
the funds depleted, the CGLBID Advisory Board also approved a recommendation to the City Council
to disestablish the District. Accordingly, a resolution of intention to disestablish the district will come
before the City Council for consideration in the coming months.
The former Carlsbad Tourism Business Improvement District (CTBID) still has funds remaining. Once
the funds are fully spent down and services procured with those funds fully rendered, the CTBID
Advisory Board may consider a similar recommendation for disestablishment. The newly authorized
district run by Visit Carlsbad is up and running.
Strategic Actions FY 2024-25
At the March 19, 2024, meeting, the Subcommittee heard an updated presentation on the Economic
Development Strategic Actions for Fiscal Year 2024-25 that incorporated the members' input
regarding parking and mobility. During the discussion, the subcommittee unanimously approved a
May 21, 2024 Item #3 Page 3 of 15
recommendation to the City Council to support the Economic Development Strategic Actions – Fiscal
Year 2024-25 (Exhibit 1), to move the Small Business Liaison program development to Fiscal Year
2024-25 without creating a new position, and to at a minimum maintain the current service levels
for economic development, operational efficiency, and data services in Fiscal Year 2024-25. The
implementation of the strategic actions in the next fiscal year, as recommended by the
Subcommittee, relies on maintaining the current service level.
The City Council decisions over the past four years have significantly supported Carlsbad businesses
and laid a strategy for a vibrant economy into the future. The Economic Development Subcommittee
continues to be an important resource for businesses and business organizations to engage with the
city. After one year of implementation of the plan, it is clear the city is on the right track and should
continue investing in its implementation.
Fiscal Analysis
This action has no financial impact.
Next Steps
Staff will present the subcommittee recommendation regarding the Economic Development
Strategic Actions – Fiscal Year 2024-25 to the City Council on May 21, 2024 during the fiscal year
2024-25 preliminary budget hearing. The Subcommittee recommendation provides the services
necessary to accomplish the strategic actions for the next fiscal year and continue implementing the
Economic Development Strategic Plan. If the recommendation is not approved, the implementation
of the Economic Development Strategic Plan will be impacted. At a minimum, the recommendation
for a small business liaison program and coordination with the businesses on parking and mobility
would not occur in fiscal year 2024-25. Following the final budget adoption for fiscal year 2024-25,
staff will present an item to the Economic Development Subcommittee regarding the strategic
actions and implementation of the Economic Development Strategic Plan based on the approved
resources and service levels.
Exhibit
1. Economic Development Strategic Actions – Fiscal Year 2024-25
May 21, 2024 Item #3 Page 4 of 15
ECONOMIC DEVELOPMENT
STRATEGIC ACTIONS
FISCAL YEAR2024-25
YEAR 2
ACTION PLAN
Exhibit 1
May 21, 2024 Item #3 Page 5 of 15
{city of
Carlsbad
__..::::::;
About the Strategic Actions Matrix
The Economic Development Strategic Plan is a roadmap that will guide the city’s economic development activities
for the next five years. The Strategy comes at a critical time for the city and the community. Given the economic
uncertainty of the past few years, changing market pressures, international conflict, and shortage of available
workers, it is more important than ever to identify Carlsbad’s economic development strategies and to prepare for
future challenges. The Strategic Plan provides flexible and agile guidance for Carlsbad to address City Council’s goal
of economic vitality: fostering a vibrant community.
This Economic Development Strategic Actions matrix accompanies the Strategic Plan as a guide for the
tactical actions that will build toward achieving the overarching goals and objectives in the Strategic
Plan. The Strategic Actions will allow the city to re-prioritize or realign strategies as economic conditions
change or if priorities shift throughout the tenure of the Strategic Plan.
While the Innovation and Economic Development Department (I&ED) is the lead on these efforts, economic
development is collaborative, and is not limited to one department, group, or organization. The Strategic
Actions document thoughtfully involve multiple city departments, local and regional partners, workforce
and talent, residents, and the broad and diverse businesses that support the community.
As such, the Strategic Actions are intended to assist the city in aligning its program priorities to match the
market opportunities identified in the Strategic Plan. While the Strategic Actions document assigns time
frames to each tactic, it does not make staffing recommendations regarding the implementation of these
programs. I&ED is a small, but mighty department, however, with its limited economic development staff,
it may not be possible to implement all of the proposed actions without additional staff and resources.
The Strategic Actions document assumes that new activities and programs would be phased in over
several years and acknowledges that many of the proposed tactics involve activities that the city is already
undertaking. It also provides an estimate of cost. The cost estimates provided are updated for each fiscal
year, and projected forward for future years. The estimate provided for future years will be updated on
an annual basis to ensure accuracy and adaptability to the current budget conditions, as the specific
implementation time frame approaches.
The City of Carlsbad believes in transparency and accountability, and as such, staff will regularly update
the Economic Development Subcommittee on the progress made on the goals and objectives in the
Strategic Plan and Strategic Actions document.
| 2 | CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2May 21, 2024 Item #3 Page 6 of 15
City of Carlsbad Economic Development
Strategic Plan Goals
GOAL 1: Support Small Businesses,
Startups & Entrepreneurs
Support Small Businesses, Startups &
Entrepreneurs in partnership with local and
regional collaborators, supporting the long-term
viability of entrepreneurs and small businesses in
Carlsbad.
GOAL 2: Develop Workforce
and Attract Talent
Develop and attract workers and talent by
providing skills, resources, and support for current
and future jobs.
GOAL 3: Grow and Support
Key Industries
Grow and support key industries by providing and
creating resources for these industries to thrive in
Carlsbad’s economy.
GOAL 4: Encourage Placemaking
and Engagement
Encourage a sense of connection in our community
by building upon our successes and promoting
access to economic development resources and
opportunities.
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 3 |
DRAFT
Fiscal Year 2024-25 Budget Considerations
The proposed activities for fiscal year 2024-25 are achievable utilizing the department’s fiscal year
2023-24 budget level.
Due to the current budget mandate, items that were originally slated for fiscal year 2024-25 that
necessitated additional budget beyond fiscal year 2023-24 funding levels were moved to subsequent
years for consideration. As such, the proposed Year 2 Strategic Actions do not contain a funding request
above the department’s fiscal year 2023-24 levels.
Updates to the Strategic Actions Matrix
The five-year implementation timeline means that new actions will be started during each year of the
strategy. Over time, these actions will accumulate to demonstrate expanded impact and programming.
On the matrix presented on the following pages, actions that are “Complete” or “Ongoing” from previous
years are shown in GREEN. “In Progress” and new actions that will commence in fiscal year 2024-25 are
shown in YELLOW.
When combined, between actions that were implemented in the first year, and new actions proposed for
the second year, there are 40 actions that are proposed to be implemented in fiscal year 2024-25.
May 21, 2024 Item #3 Page 7 of 15
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 4 |
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&EDPriority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD & IT
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:$1 00,000
Lead:I&ED & CD
Priority:Low
Start Year:FY25-26
Cost:$5,000
Lead:I&ED
Permit submittal statuses
available to check online
Utilizing Energov, track turnaround
times for planning applications and
permits to identify areas to increase
efficiency.
Complete (ongoing)
CD staff tracks turnaround times.
Ex ample includes enabled streamlined
signage application
Track turnaround times of
permit applications
Objective 1 .2 :Provide a
positive customer service
ex perience during the
permitting process.
Not Started
Create a program to give planning and
building staff better insight into
operations in key industries, thereby
giving a better understanding of
development need.
Industry workshops with staff Not Started
Creation of a one stop shop permit
center that allows customers to access
resources related to the permitting
process in one location.
Customer Self Service Portal Complete
Roll out of Energov self service portal
Create an option for applicants to
req uest project resolution issue
meetings to resolve high priority, time-
sensitive issues with senior level
Development Services staff.
Creation of a project resolution
process
Complete
Evaluate a potential economic
development priority project
designation for planning and
permitting review that could included
ex pedited review, enhanced
communication and/ or other
allowances.
Create priority project criteria;
Identify options to ex pedite
Wƌoŵoƚe ƚŚeථƉƌeͲĂƉƉůŝĐĂƚŝon ƉƌoŐƌĂŵ
to help identify major issues early in
the entitlement process.
Pre-application process
becomes a primary tool for
developers with q uestions
regarding development projects
Complete (ongoing)
Information included in discussions with
developers and new companies
Enhance the W elcome to Carlsbad
Program for new businesses by
providing information and resources
on the pre-application program,
permitting process, and business
resources.
Ensure new businesses have
access to resources and
information needed to grow
their business
Complete
Available on the city’s business page of
the website
Continue the implementation of the
Customer Self Service program within
the permitting application system,
Energov, to increase the number of
Building, planning, and other
permits available online
I n Prog ress (1 0 % c omp l ete)
1 2 permits now available, goal to have
200 permits available online
Increase the ability for customers to
track the status of their projects
onůŝne͘ථ
I n Prog ress (2 5 % c omp l ete)
Building permits now available, other
permits in development
Objective 1 .1 : Educate the
public on the permitting
and entitlement process
and provide City staff with
the knowledge and
resources they need to
provide such information
G oal 1 : Su pport Small B u sin esses, Startu ps & E n trepren eu rs in partn ersh ip w ith local an d reg ion al collaborators, su pportin g th e
lon g - term viability of en trepren eu rs an d small bu sin esses in Carlsbad.
Celebrate staff’s role in economic
development of Carlsbad and continue
to educate on how their work can lead
to success and economic health in the
W ork across City Departments
to ensure staff understands
how their work impacts
Economic Development
Complete (ongoing)
Communications between internal
departments that interact with
businesses to convey economic impact
R esou rcin g
Continually review the planning
application and permitting procedures
to identify process improvements.
Continuous audit of procedures Complete (ongoing)
System in place. Recent ex amples
include ADU by-right process,
comprehensive form updates
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
In-houseLead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD & IT
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
In-house
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
In-house
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
In-house
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:Medium
Start Year:FY25-26
Cost:$1 00,000
Lead:I&ED & CD
Priority:Low
Start Year:FY25-26
Cost:$5,000
Lead:I&ED
Permit submittal statuses
available to check online
Utilizing Energov, track turnaround
times for planning applications and
permits to identify areas to increase
efficiency.
Complete(ongoing)
CD staff tracks turnaround times and
reports K PIs for plan check review
times.
Track turnaround times of
permit applications
Not Started
Creation of a one stop shop permit
center that allows customers to
access resources related to the
permitting process in one location.
Customer Self Service Portal Complete
Roll out of Energov self service portal
Create an option for applicants to
req uest project resolution issue
meetings to resolve high priority,
time-sensitive issues with senior
level Development Services staff.
Creation of a project resolution
process
Complete
Evaluate a potential economic
development priority project
designation for planning and
permitting review that could
included ex pedited review,
enhanced communication and/ or
other allowances.
Create priority project criteria
for projects that fall within key
industries and meet certain
defined parameters; Identify
options to ex pedite pending
available staffing resources
Wƌoŵoƚe ƚŚeථƉƌeͲĂƉƉůŝĐĂƚŝon
program to help identify major
issues early in the entitlement
process.
Objective 1 .2 : Provide a
positive customer service
ex perience during the
permitting process.
Not Started
Create a program to give planning
and building staff better insight into
operations in key industries, thereby
giving a better understanding of
development need.
Industry workshops with staff
Pre-application process
becomes a primary tool for
developers with q uestions
regarding development
projects
Complete (ongoing)
Information included in discussions
with developers and new companies
( https: / / www.carlsbadca.gov/ home/ sh
owpublisheddocument/ 8 21 0/ 637 7 08 46
9063930000 )
Enhance the W elcome to Carlsbad
Program for new businesses by
providing information and resources
on the pre-application program,
permitting process, and business
resources.
Ensure new businesses have
access to resources and
information needed to grow
their business
Complete
Available on the city’s business page of
the website
Continue the implementation of the
Customer Self Service program
within the permitting application
system, Energov, to increase the
Building, planning, and other
permits available online
I n Prog ress (1 0 % c omp l ete)
1 2 permits now available, goal to
eventually have 200 permits available
online
Increase the ability for customers to
track the status of their projects
onůŝne͘ථ
I n Prog ress (2 5 % c omp l ete)
Building permits now available, other
permits in development
Objective 1 .1 : Educate the
public on the permitting
and entitlement process
and provide City staff with
the knowledge and
resources they need to
provide such information
Celebrate staff’s role in economic
development of Carlsbad and
continue to educate on how their
work can lead to success and
economic health in the City.
W ork across City Departments
to ensure staff understands
how their work impacts
Economic Development
Complete (ongoing)
Communications between internal
departments that interact with
businesses to convey economic impact
R esou rcin g
Continually review the planning
application and permitting
procedures to identify process
improvements.
Continuous audit of procedures Complete (ongoing)
System in place. Recent ex amples
include ADU by-right process,
comprehensive form updates
May 21, 2024 Item #3 Page 8 of 15
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 5 |
DRAFT
Priority:Medium
Start Year:FY25-26
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
In-house&
onƚƌĂĐƚeĚ
Lead:I&ED & Libraries
Priority:Low
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:$1 0,000
Lead:I&ED
Priority:Low
Start Year:FY25-26
Cost:$1 00,000
Lead:I&ED
Priority:Low
Start Year:FY24-25
Cost:Funded
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:Low
Start Year:FY24-25
Cost:Funded
Lead:I&ED
Priority:Low
Start Year:FY26-27
Cost:Funded
Lead:CD
Priority:Medium
Start Year:FY25-26
Cost:$1 0,000
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:$25,000
I n Prog ress (7 5 % c omp l ete)
Program being built in conjunction with
Chamber, CVA and Visit Carlsbad
A resource and marketing kit
for businesses to demonstrate
the importance and impact of
shopping local
Continue to host a day of San Diego
Startup W eek in Carlsbad to
demonstrate the city's importance
to the startup ecosystem in N orth
County and the region as a whole.
Host a day of startup week Proposed to Start in 2 0 2 4
Piloted in 2022 & 2023. Proposing to
make it an on-going activity in 2024.
Objective 1 .3: Empower
small businesses and
entrepreneurs with
resources they need to be
successful in Carlsbad
Evaluate potential solutions to give
a clearer understanding of zoning
prior to submittal. ( O penCounter)
Implement a solution to make
zoning and planning
information more accessible
Not Started
Not Started
Create Small Business and
Entrepreneur Symposium on basic
and critical issues for small business
owners. Topics could include
marketing, social media, finance,
human resources, access to capital,
technology, and more.
I n Prog ress (3 3 % c omp l ete)
Partnership with SBDC and Carlsbad
Libraries
Position libraries as resource
centers for small businesses to
gain skills and information
needed to run or grow their
operations
Partner with business organizations
to develop a shop local initiative to
encourage patronage at Carlsbad
ďusŝnesses͘ථ
Develop a Small Business Liaison
Program that includes a dedicated
liaison to resolve issues with the
small business and entrepreneur
community.
Identify / add staff person to
manage program
Evaluate signage req uirements for
businesses.
Design an engagement
mechanism to hear from
residents and businesses,
pending resource availability
Proposed to Start in 2 0 2 4
Ex pand partnerships with
entrepreneur support organizations
and regional business partners to
connect entrepreneurs with
resources, networks, and capital.
Partner with entrepreneur
support organizations for
services
Complete (ongoing)
Partnered with Connect, Startup San
Diego, and San Diego Sport Innovators
to support entrepreneurs and startups
In partnership with the local
business organizations, hold a
Carlsbad Employer O pen House to
showcase local businesses and
connect them with potential
Host or support an open-house
event of Carlsbad employers
Not Started
Partner with the Employer
Assistance and Resource N etwork
on Disability Inclusion ( EARN ) to
create resources for disabled-
Establish Partnership( s)Not StartedObjective 1 .5 : Increase
engagement and support
for women, minority,
veteran, disabled-owned
businesses
Through a data driven approach,
consider additional flex ibility in the
development code to allow for more
agility as business trends change
Identify outdated planning
practices and codes
In conjunction with regional
partners such as SBA, SCO RE, and
SBDC, offer trainings specifically
Establish Partnership( s)Not Started
Not Started
Objective 1 .4: Embrace
the changing nature of
work and what that may
look like for Carlsbad
businesses
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&EDPriority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD & IT
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:$1 00,000
Lead:I&ED & CD
Priority:Low
Start Year:FY25-26
Cost:$5,000
Lead:I&ED
Permit submittal statuses
available to check online
Utilizing Energov, track turnaround
times for planning applications and
permits to identify areas to increase
efficiency.
Complete (ongoing)
CD staff tracks turnaround times.
Ex ample includes enabled streamlined
signage application
Track turnaround times of
permit applications
Objective 1 .2 :Provide a
positive customer service
ex perience during the
permitting process.
Not Started
Create a program to give planning and
building staff better insight into
operations in key industries, thereby
giving a better understanding of
development need.
Industry workshops with staff Not Started
Creation of a one stop shop permit
center that allows customers to access
resources related to the permitting
process in one location.
Customer Self Service Portal Complete
Roll out of Energov self service portal
Create an option for applicants to
req uest project resolution issue
meetings to resolve high priority, time-
sensitive issues with senior level
Development Services staff.
Creation of a project resolution
process
Complete
Evaluate a potential economic
development priority project
designation for planning and
permitting review that could included
ex pedited review, enhanced
communication and/ or other
allowances.
Create priority project criteria;
Identify options to ex pedite
Wƌoŵoƚe ƚŚeථƉƌeͲĂƉƉůŝĐĂƚŝon ƉƌoŐƌĂŵ
to help identify major issues early in
the entitlement process.
Pre-application process
becomes a primary tool for
developers with q uestions
regarding development projects
Complete (ongoing)
Information included in discussions with
developers and new companies
Enhance the W elcome to Carlsbad
Program for new businesses by
providing information and resources
on the pre-application program,
permitting process, and business
resources.
Ensure new businesses have
access to resources and
information needed to grow
their business
Complete
Available on the city’s business page of
the website
Continue the implementation of the
Customer Self Service program within
the permitting application system,
Energov, to increase the number of
Building, planning, and other
permits available online
I n Prog ress (1 0 % c omp l ete)
1 2 permits now available, goal to have
200 permits available online
Increase the ability for customers to
track the status of their projects
onůŝne͘ථ
I n Prog ress (2 5 % c omp l ete)
Building permits now available, other
permits in development
Objective 1 .1 : Educate the
public on the permitting
and entitlement process
and provide City staff with
the knowledge and
resources they need to
provide such information
G oal 1 : Su pport Small B u sin esses, Startu ps & E n trepren eu rs in partn ersh ip w ith local an d reg ion al collaborators, su pportin g th e
lon g - term viability of en trepren eu rs an d small bu sin esses in Carlsbad.
Celebrate staff’s role in economic
development of Carlsbad and continue
to educate on how their work can lead
to success and economic health in the
W ork across City Departments
to ensure staff understands
how their work impacts
Economic Development
Complete (ongoing)
Communications between internal
departments that interact with
businesses to convey economic impact
R esou rcin g
Continually review the planning
application and permitting procedures
to identify process improvements.
Continuous audit of procedures Complete (ongoing)
System in place. Recent ex amples
include ADU by-right process,
comprehensive form updates
KďũeĐƟǀe ϭ͘2͗ ĐonƟnueĚ
Priority:HŝŐŚ
Start Year:FY24-25
Cost:Funded
Lead:I&ED
Develop a Small Business Liaison
Program that includes a dedicated
liaison to resolve issues with the
small business and entrepreneur
community.
Identify staff person to
manage program
Proposed to Start in 2024Priority:HŝŐŚ
Start Year:FY24-25
Cost:Funded
Lead:I&ED
Develop a Small Business Liaison
Program that includes a dedicated
liaison to resolve issues with the
small business and entrepreneur
community.
Identify staff person to
manage program
Proposed to Start in 2024Priority:HŝŐŚ
Start Year:FY24-25
Cost:Funded
Lead:I&ED
Develop a Small Business Liaison
Program that includes a dedicated
liaison to resolve issues with the
small business and entrepreneur
community.
Identify staff person to
manage program
Proposed to Start in 2024
In-house &
onƚƌĂĐƚeĚ
May 21, 2024 Item #3 Page 9 of 15
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 6 |
DRAFT
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:$25,000
Lead:I&ED
geared towards supporting women,
minority, veteran, and disabled-
owned businesses.
Celebrate women, minority,
veteran, and disabled-owned
businesses by acknowledging and
creating events around: W omen’s
Small Business Month, Veterans
Small Business W eek, Black Business
Month, Hispanic Heritage Month,
Creation of events that
promote inclusivity
Not Started
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&EDPriority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD & IT
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED & CD
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:$1 00,000
Lead:I&ED & CD
Priority:Low
Start Year:FY25-26
Cost:$5,000
Lead:I&ED
Permit submittal statuses
available to check online
Utilizing Energov, track turnaround
times for planning applications and
permits to identify areas to increase
efficiency.
Complete (ongoing)
CD staff tracks turnaround times.
Ex ample includes enabled streamlined
signage application
Track turnaround times of
permit applications
Objective 1 .2 :Provide a
positive customer service
ex perience during the
permitting process.
Not Started
Create a program to give planning and
building staff better insight into
operations in key industries, thereby
giving a better understanding of
development need.
Industry workshops with staff Not Started
Creation of a one stop shop permit
center that allows customers to access
resources related to the permitting
process in one location.
Customer Self Service Portal Complete
Roll out of Energov self service portal
Create an option for applicants to
req uest project resolution issue
meetings to resolve high priority, time-
sensitive issues with senior level
Development Services staff.
Creation of a project resolution
process
Complete
Evaluate a potential economic
development priority project
designation for planning and
permitting review that could included
ex pedited review, enhanced
communication and/ or other
allowances.
Create priority project criteria;
Identify options to ex pedite
Wƌoŵoƚe ƚŚeථƉƌeͲĂƉƉůŝĐĂƚŝon ƉƌoŐƌĂŵ
to help identify major issues early in
the entitlement process.
Pre-application process
becomes a primary tool for
developers with q uestions
regarding development projects
Complete (ongoing)
Information included in discussions with
developers and new companies
Enhance the W elcome to Carlsbad
Program for new businesses by
providing information and resources
on the pre-application program,
permitting process, and business
resources.
Ensure new businesses have
access to resources and
information needed to grow
their business
Complete
Available on the city’s business page of
the website
Continue the implementation of the
Customer Self Service program within
the permitting application system,
Energov, to increase the number of
Building, planning, and other
permits available online
I n Prog ress (1 0 % c omp l ete)
1 2 permits now available, goal to have
200 permits available online
Increase the ability for customers to
track the status of their projects
onůŝne͘ථ
I n Prog ress (2 5 % c omp l ete)
Building permits now available, other
permits in development
Objective 1 .1 : Educate the
public on the permitting
and entitlement process
and provide City staff with
the knowledge and
resources they need to
provide such information
G oal 1 : Su pport Small B u sin esses, Startu ps & E n trepren eu rs in partn ersh ip w ith local an d reg ion al collaborators, su pportin g th e
lon g - term viability of en trepren eu rs an d small bu sin esses in Carlsbad.
Celebrate staff’s role in economic
development of Carlsbad and continue
to educate on how their work can lead
to success and economic health in the
W ork across City Departments
to ensure staff understands
how their work impacts
Economic Development
Complete (ongoing)
Communications between internal
departments that interact with
businesses to convey economic impact
R esou rcin g
Continually review the planning
application and permitting procedures
to identify process improvements.
Continuous audit of procedures Complete (ongoing)
System in place. Recent ex amples
include ADU by-right process,
comprehensive form updates
&
>ŝďƌĂƌŝes
KďũeĐƟ ǀe ϭ͘ϱ͗ ĐonƟ nueĚ
May 21, 2024 Item #3 Page 10 of 15
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
onƚƌĂĐƚeĚ
Lead:Libraries & I&ED
Priority:Medium
Start Year:FY25-26
Cost:$5,000
Lead:I&ED & Libraries
Medium
Start Year:FY25-26
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY24-25
Cost:Funded
In-house
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
Lead:IT
Priority:Medium
Start Year:FY25-26
Cost:$1 00,000
Priority:Low
Start Year:FY23-24
Cost:$1 M - 3M
Lead:Transport
Objective 2 .2 : Create a
more connected City and
capitalize on ex isting
digital tools to promote
digital eq uity
Support the formation of internship
programs for Carlsbad employers
and reduce the barrier for interns to
participate
Support and facilitate resources to
ex pand internship programs
Proposed to Start in 2 0 2 4
Objective 2 .1 : Enhance
workforce training and
talent attraction
resources to support
Carlsbad’s key industries
by partnering with K -1 2
school districts, regional
higher educational
institutions, and regional
cities to support talent
development and
linkages with key
industries
Partner with K -1 2, school districts,
and higher education institutions to
enhance their ex isting programs
that provide technical and soft skills
to entry level employees.
Create and maintain partnerships Not Started
Facilitate partnerships between
Carlsbad’s businesses and education
partners to identify skills necessary
to obtain employment in high wage
industries.
A better-informed higher
educational system as to the needs
for skills in the workforce
I n Prog ress (5 0 % c omp l ete)
Staff regularly conveys skills demand
to higher education partners
Promote the City’s ex isting digital
tools to connect residents,
businesses, and tourists to resources
the city offers.
Added messaging to outbound
communications
Complete (ongoing )
Resources promoted in economic
development newsletters and social
media communications
Conduct an initial study for outdoor
W i-Fi at city facilities and other
critical areas for the public.
Enhance and promote educational
workshops provided by the Library,
Parks and Recreation and other
resources that provide skill
development to Carlsbad’s
workforce.
Objective 2 .4: Through the
implementation of the
Sustainable Mobility Plan
programs, mindfully create
opportunities to promote
economic vitality by
providing the Carlsbad
workforce with additional
mobility options
Evaluate micro-mobility options to
make Carlsbad more connected and
accessible.
Increased ridership on public
transit and other multi-modal
options
Complete
Feasibility analysis and report
completed. Recommendations
deemed unfeasible to implement at
this time
Evaluate partnership with local
businesses to enhance the current
Down Payment Assistance Program.
Position libraries as resource
centers for small businesses to gain
skills and information needed to
run or grow their operations
Not Started
I&ED H&HS
Objective 2 .3: Through the
implementation of the
Housing Element programs,
address housing issues while
promoting economic vitality
by providing the workforce
additional housing
opportunities to be able to
both live and work in
Carlsbad
Lead:
Delivery of skills-based training for
Carlsbad residents
Complete (ongoing)
Piloted the J ob-Readiness Room
program and learned key insights into
how to better support skills training.
Ensure adeq uate wi-fi access is
available at appropriate city
facilities
I n Prog ress (5 0 % c omp l ete)
Data gathering, research, and cost
estimation have been completed
Collaborate with regional partners
such as SO CAL, Mira Costa College,
TCI, and local businesses for
workforce training for middle
school, high school, post-secondary
students, and transitioning adults.
Create and maintain partnerships Not Started
G oal 2 : D evelop an d attract w ork ers an d talen t by providin g sk ills, resou rces, an d su pport f or cu rren t an d f u tu re jobs.
R esou rcin g
Enhance Life In Action tools to assist
in talent attraction for Carlsbad
businesses in key industries -
transitioning Life in Action Recruiter
tool from a pilot to an ongoing
resource for Carlsbad businesses.
Update interface to be more useful
and intuitive for businesses, allows
for better data gathering on usage
I n Prog ress (9 0 % c omp l ete)
W ork being done internally with other
departments that interface with
businesses
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 7 |May 21, 2024 Item #3 Page 11 of 15
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 8 |
DRAFT
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:Transport
Priority:High
Start Year:FY25-26
Cost:Funded
Lead:Transport
Priority:High
Start Year:FY23-24
Cost:Funded
In-house Θ
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
In-house
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
In-house Θ
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:Medium
Start Year:FY24-25
Cost:Funded
In-house
Lead:I&ED
Priority:High
Start Year:FY24-25
Cost:Funded
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:High
Start Year:FY24-25
Cost:Funded
In-house
Proposed to Start in 2 0 2 4
Objective 3.1 : Evaluate
opportunities to improve
mobility for visitors,
residents, and the
workforce.
Host commercial
real estate forums to create
connections with resources.
Recurring forum with commercial
brokers
Proposed to Start in 2 0 2 4
Promote the city’s business locator
website to businesses looking to
move to Carlsbad, developers,
brokers, and investors.
Increased awareness of tools to
support businesses moving to
Carlsbad
Complete (ongoing)
Messaging included in Economic
Development in newsletter and social
media
Host industry advisory groups with
leaders in key business clusters, with
a specific emphasis on the innovation
eĐonoŵLJ͘ථ
Create an ongoing series of industry
roundtable discussions
Complete (ongoing)
Roundtable series captures all key
industries
Use data to identify specific mobility
issues and select projects from the
City’s Sustainable Mobility Plan and
Parking Management Plant that will
result in a higher q uality of life for
Carlsbad residents and workers.
Propose actions from the PMP and
SMP that will help address parking
challenges ex perienced by
businesses
Support regional innovation
showcases, like " Innovation Day" to
demonstrate Carlsbad's commitment
to fostering innovative firms and
industries.
Support innovation showcases like
" Innovation Day"
Proposed to Start in 2 0 2 4
This activity has happened in the past
but was not part of the EDSP actions
Objective 3.3: Assist
businesses in growing
industries or sectors, such
as health care, life
sciences, and the
innovation economy,
which are looking to
relocate or ex pand in
Carlsbad.
Create a form to better track BEAR
projects and their impact on the city.
Develop an intake form and
tracking sheet
Not Started
Objective 3.2 : Connect
businesses in key sectors
with data and resources
they need to thrive in
Carlsbad.
Use business data and recent
business survey to assess and engage
with industry clusters to develop
support for their ex pansion,
attraction, and retention.
Survey businesses biannually and
use data to engage with key
industries
I n Prog ress (5 0 % c omp l ete)
Business survey is live, results will be
compiled to capture meaningful data
on key industries
Utilize partnership with Innovate 7 8
to connect Carlsbad businesses with
regional resources.
Cohesive economic development
and collaboration across N orth
County
Complete (ongoing)
Regional collaboration pivoting in 2024
to be more resource-driven
G oal 3: G row an d su pport k ey in du stries by providin g an d creatin g resou rces f or th ese in du stries to th rive in Carlsbad’ s econ omy.
R esou rcin g
Evaluate micro-mobility and parking
options in the Village and coastline to
make Carlsbad more connected and
accessible.
Provide analysis of mobility and
parking options that enhance
connectivity and accessibility
I n Prog ress ( 7 5% complete)
Potential collaboration with the City of
Encinitas. PMP drafted
May 21, 2024 Item #3 Page 12 of 15
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 9 |
DRAFT
Objective Strateg ic A ction D eliverable Statu s
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:Transport
Priority:High
Start Year:FY25-26
Cost:Funded
Lead:Transport
Priority:High
Start Year:FY23-24
Cost:Funded
(S taff time & p ar t
of $ 7 5 , 0 0 0
c ontr ac t w ith
Z enc ity )
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
($ 2 0 , 0 0 0 c ontr ac t
w ith S D N E D C &
p ar t of $ 2 0 , 0 0 0
c ontr ac t w ith
C onnec t)Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
(staff time)
Lead:I&ED
Priority:Medium
Start Year:FY23-24
Cost:Funded
(S taff time,
$ 1 0 , 0 0 0 C ontr ac t
w ith W ith & P ar t
of $ 6 0 , 0 0 0
c ontr ac t w ith
R ising T id e)Lead:I&ED
Priority:Medium
Start Year:FY24-25
Cost:Funded
(staff time)
Lead:I&ED
Priority:High
Start Year:FY24-25
Cost:Funded
(p ar t of $ 2 0 , 0 0 0
c ontr ac t w ith
C onnec t)Lead:I&ED
Priority:High
Start Year:FY24-25
Cost:Funded
(staff time)
Proposed to Start in 2 0 2 4
Objective 3.1 : Evaluate
opportunities to improve
mobility for visitors,
residents, and the
workforce.
Host commercial
real estate forums to create
connections with resources.
Recurring forum with commercial
brokers
Proposed to Start in 2 0 2 4
Promote the city’s business locator
website to businesses looking to
move to Carlsbad, developers,
brokers, and investors.
Increased awareness of tools to
support businesses moving to
Carlsbad
Complete (ongoing)
Messaging included in Economic
Development in newsletter and social
media
Host industry advisory groups with
leaders in key business clusters, with
a specific emphasis on the innovation
eĐonoŵLJ͘ථ
Create an ongoing series of industry
roundtable discussions
Complete (ongoing)
Roundtable series captures all key
industries
Use data to identify specific mobility
issues and select projects from the
City’s Sustainable Mobility Plan and
Parking Management Plant that will
result in a higher q uality of life for
Carlsbad residents and workers.
Propose actions from the PMP and
SMP that will help address parking
challenges ex perienced by
businesses
Support regional innovation
showcases, like " Innovation Day" to
demonstrate Carlsbad's commitment
to fostering innovative firms and
industries.
Support innovation showcases like
" Innovation Day"
Proposed to Start in 2 0 2 4
This activity has happened in the past
but was not part of the EDSP actions
Objective 3.3: Assist
businesses in growing
industries or sectors, such
as health care, life
sciences, and the
innovation economy,
which are looking to
relocate or ex pand in
Carlsbad.
Create a form to better track BEAR
projects and their impact on the city.
Develop an intake form and
tracking sheet
Not Started
Objective 3.2 : Connect
businesses in key sectors
with data and resources
they need to thrive in
Carlsbad.
Use business data and recent
business survey to assess and engage
with industry clusters to develop
support for their ex pansion,
attraction, and retention.
Survey businesses biannually and
use data to engage with key
industries
I n Prog ress (5 0 % c omp l ete)
Business survey is live, results will be
compiled to capture meaningful data
on key industries
Utilize partnership with Innovate 7 8
to connect Carlsbad businesses with
regional resources.
Cohesive economic development
and collaboration across N orth
County
Complete (ongoing)
Regional collaboration pivoting in 2024
to be more resource-driven
G oal 3: G row an d su pport k ey in du stries by providin g an d creatin g resou rces f or th ese in du stries to th rive in Carlsbad’ s econ omy.
R esou rcin g
Evaluate micro-mobility and parking
options in the Village and coastline to
make Carlsbad more connected and
accessible.
Provide analysis of mobility and
parking options that enhance
connectivity and accessibility
I n Prog ress ( 7 5% complete)
Potential collaboration with the City of
Encinitas. PMP drafted
Lead:I&ED
Priority:High
Start Year:FY25-26
Cost:$25,000
Lead:I&ED
Priority:High
Start Year:FY25-26Cost:$25,000
Lead:I&ED
Priority:Low
Start Year:FY23-24
Cost:Funded
In-house
Lead:I&ED
Priority:Medium
Start Year:FY25-26
Cost:Funded
Lead:I&ED
Create a site-selection tool to
position Carlsbad for inbound
investment.
Develop a site-selection tool Not Started
Partner with local universities and
colleges to create workforce
development opportunities in the
hospitality, tourism, and
entertainment sectors.
A more robust pipeline of workers
for hospitality and tourism jobs
Not Started
Objective 3.4: Support the
needs of our residents
while balancing the needs
of our businesses in
tourism, hospitality, and
entertainment.
Continue to support Carlsbad
business organizations that maintain
the tourism economy in Carlsbad.
Support for Carlsbad's tourism
sector
Complete (ongoing)
Regular meetings with Visit Carlsbad
and hoteliers, re-establishment of the
CTBID under ’94 law
Update information and mapping of
Carlsbad's key industry clusters and
patent intensity.
Updated key industry cluster and
patent information
Not Started
May 21, 2024 Item #3 Page 13 of 15
Objective Strateg ic A ction D eliverable Statu s
Priority:Medium
Start Year:FY25-26
Cost:$1 0,000
Lead:I&ED & Comms
Priority:High
Start Year:FY23-24
Cost:Funded
In-house Θ
onƚƌĂĐƚeĚ
Lead:I&ED & C&E
Priority:Low
Start Year:FY23-24
Cost:Funded
In-house &
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:High
Start Year:FY24-25
Cost:Funded
In-house Θ
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
In-house Θ
onƚƌĂĐƚeĚ
Lead:I&ED
Priority:Low
Start Year:FY26-27
Cost:Funded
Lead:I&ED & IT
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY25-26
Cost:$5,000
Lead:Comms
Priority:Low
Start Year:FY24-25
Cost:Funded
In-house
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
In-house
Lead:I&ED
Priority:Medium
Start Year:FY26-27
Cost:Funded
Lead:I&ED & Comms
Develop a separate economic
development newsletter focused on
business and workforce
development resources.
Stand-alone business focused
newsletter
Complete (ongoing)
Update Economic Development
website and Doing Business in
Carlsbad website to include links to
programs and regional partners and
resources.
Updates to business-facing web
resources
I n Prog ress (2 0 % c omp l ete)
Initial mapping of business resource
pages and data dashboards complete
Development of a spotlight tool for
digital outlets
Develop a business spotlight
program to highlight local
businesses
Complete (ongoing)
Small business spotlight in newsletter
and social media
I n Prog ress (2 0 % c omp l ete)
Piloting a new platform that could
present an option for this type of
program
Create a How to do Business G uide
to assist small businesses and
entrepreneurs in opening a business
in Carlsbad.
Creation of resource guide Complete ( on g oin g )
Available on business page of the city's
website
Develop and promote bulletins and
flow charts for common permitting
application types.
Develop bulletins and flow charts Complete (ongoing)
https: / / www.carlsbadca.gov/ departme
nts/ community-
development/ departmental-
information-bulletins
Ex pand the opt-in tex t messaging
system related to economic
development and other City
activities.
Citywide platform available to
community members
Creation of videos Not Started
Create a digital library of free
business resources.
Creation of digital library Proposed to Start in 2 0 2 4
Incorporate business and economic
development activities into the
weekly City Manager newsletter,
City calendar, and social media to
foster a sense of pride in local
businesses.
Messaging included in appropriate
outlets
Complete (ongoing)
1 4 business related items featured in
the city managers update 1 1 articles
published, 1 1 newsletters distributed
Objective 4.2 : Enhance
placemaking
opportunities to
strengthen the
Partner with local businesses to
participate in and promote the City’s
volunteer program to activate public
spaces and foster a sense of
Increased awareness of tools to
support businesses moving to
Carlsbad
Not Started
Objective 4.1 : Build upon
the successes of the
communication efforts in
the City to promote the
City’s economic
development programs.
Develop and promote “ how to”
videos for select permitting
processes.
G oal 4: E n cou rag e a sen se of con n ection in ou r commu n ity by bu ildin g u pon ou r su ccesses an d promotin g access to econ omic
developmen t resou rces an d opportu n ities.
R esou rcin g
Develop a communications plan
specific towards economic
development efforts and celebrating
the business community with
consistent and cohesive messaging.
Updated communications plan Not Started
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 10 |May 21, 2024 Item #3 Page 14 of 15
CITY OF CARLSBAD ECONOMIC DEVELOPMENT STRATEGIC ACTIONS - YEAR 2 | 11 |
DRAFT
Objective Strateg ic A ction D eliverable Statu s
Priority:Medium
Start Year:FY25-26
Cost:$1 0,000
Lead:I&ED &
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED &
Comms
Priority:Low
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:High
Start Year:FY24-25
Cost:Funded
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Low
Start Year:FY26-27
Cost:Funded
Lead:I&ED & IT
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:CD
Priority:High
Start Year:FY25-26
Cost:$5,000
Lead:Comms
Priority:Low
Start Year:FY24-25
Cost:Funded
Lead:I&ED
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED
Priority:Medium
Start Year:FY26-27
Cost:Funded
Lead:I&ED &
Comms
Priority:Low
Start Year:FY26-27
Cost:$1 0,000
Lead:I&ED &
Comms
Priority:High
Start Year:FY23-24
Cost:Funded
Lead:I&ED &
Comms
Develop a separate economic
development newsletter focused on
business and workforce development
resources.
Stand-alone Complete (ongoing)
Update Economic Development
website and Doing Business in
Carlsbad website to include links to
programs and regional partners and
resources.
Updates to business-facing web
resources
I n Prog ress (2 0 % c omp l ete)
Initial mapping of business resource
pages and data dashboards complete
Development of a spotlight tool for
digital outlets
Develop a business spotlight program
to highlight local businesses
Complete (ongoing)
Small business spotlight in newsletter
and social media
I n Prog ress (2 0 % c omp l ete)
Piloting a new platform that could
present an option for this type of
program
Create a How to do Business G uide to
assist small businesses and
entrepreneurs in opening a business
in Carlsbad.
Creation of resource guide Complete ( on g oin g )
Available on business page of the city's
website
Develop and promote bulletins and
flow charts for common permitting
application types.
Develop bulletins and flow charts Complete (ongoing)
Ex pand the opt-in tex t messaging
system related to economic
development and other City
activities.
Citywide platform available to
community members
Creation of videos Not Started
Create a digital library of free
business resources.
Creation of digital library Not Started
Incorporate business and economic
development activities into the
weekly City Manager newsletter, City
calendar, and social media to foster a
sense of pride in local businesses.
Complete (ongoing)
1 4 business related items featured in
the city managers update 1 1 articles
published, 1 1 newsletters distributed
Objective 4.2 :Enhance
placemaking opportunities
to strengthen the
connection between
people and the places
they share.
Partner with local businesses to
participate in and promote the City’s
volunteer program to activate public
spaces and foster a sense of
connection.
Increased awareness of tools to
support businesses moving to
Carlsbad
Not Started
Provide a digital platform for local
businesses to promote their
volunteer opportunities, such as
beach cleanups.
Citywide platform available to
community members
I n Prog ress (2 0 % c omp l ete)
Piloting a new platform that could
present an option for this type of
program
Utilize the City’s social media
platforms to showcase Carlsbad’s
sense of place and community.
Increased engagement on social
media platforms that showcase the
city as a desirable destination
Complete (ongoing)
Leverage Life in Action and city-owned
channels to enhance perception of
Carlsbad
Objective 4.1 : Build upon
the successes of the
communication efforts in
the City to promote the
City’s economic
development programs.
Develop and promote “ how to”
videos for select permitting
processes.
G oal 4: E n cou rag e a sen se of con n ection in ou r commu n ity by bu ildin g u pon ou r su ccesses an d promotin g access to econ omic
developmen t resou rces an d opportu n ities.
R esou rcin g
Develop a communications plan
specific towards economic
development efforts and celebrating
the business community with
Updated communications plan Not StartedPriority:Low
Start Year:FY26-27
Cost:$1 0,000
Lead:I&ED & Comms
Priority:High
Start Year:FY23-24
Cost:Funded
In-house Θ
onƚƌĂĐƚeĚ
Lead:I&ED & C&E
Priority:Medium
Start Year:FY24-25
Cost:Funded
In-house
Lead:I&ED & C&E
Priority:Low
Start Year:FY25-26
Cost:Unknown
Lead:Libraries
Priority:Medium
Start Year:FY25-26
Cost:Unknown
Lead:Parks & Rec
Priority:High
Start Year:FY23-24
Cost:Funded
ConƚƌĂĐƚeĚ
Lead:I&ED
Partner with local business
organizations to implement
placemaking strategies such as
holiday lighting and a banner
program to enhance the sense of
place and community.
Robust and well maintained
banner program
Complete (ongoing)
Banner program effectively managed
by CVA
Objective 4.3: Leverage
city-owned assets and
right of way to create a
sense of place
Consider ex panding the City’s social
media footprint into additional
platforms to target different
segments of the Carlsbad
population.
Ex ploration of additional platforms
to reach target audiences
Continue to celebrate local artists by
enhancing the City’s Public Art
Collection.
Enhanced public art displays Not Started
Ex pand the City's parklet program to
create additional green space and
community gathering opportunities.
Enhanced green space that is open
and usable to the public
Not Started
Proposed to Start in 2 0 2 4
connection between
people and the places
they share.
Provide a digital platform for local
businesses to promote their
volunteer opportunities, such as
beach cleanups.
Citywide platform available to
community members
I n Prog ress (2 0 % c omp l ete)
Piloting a new platform that could
present an option for this type of
program
Utilize the City’s social media
platforms to showcase Carlsbad’s
sense of place and community.
Increased engagement on social
media platforms that showcase
the city asa desirable destination
Complete (ongoing)
Leverage Life in Action and city-owned
channels to enhance perception of
Carlsbad
May 21, 2024 Item #3 Page 15 of 15
ECONOMIC DEVELOPMENT STRATEGIC ACTIONS
UPDATE
Recommendation: Receive an informational report on the
implementation of current economic development strategic actions,
discuss and provide recommendations.
It
e
m
3
INNOVATION & ECONOMIC DEVELOPMENT
{city of
Carlsbad
ECONOMIC DEVELOPMENT
STRATEGIC PLAN
•Supports Strategic Plan Goal -Economic Vitality
•Four Key Goals:
o Support Small Businesses, Startups &
Entrepreneurs
o Develop Workforce and Attract Talent
o Grow and Support Key Industries
o Encourage Placemaking and Engagement
INNOVATION & ECONOMIC DEVELOPMENT
C CityOf
Carlsbad
(city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
EDSP Program
Dashboard
•17 current economic development programs underway
•Projects span the 4 key pillars for the Economic
Development Strategic Plan
Number of projects by Status
20
15
10
5
0
Total# of projects (all time)
17
• Not Started
In Progress
• Complete
Total # of active projects
16
# of Projects by Schedule Health
15
10
5
0 I I I . I
Total Projects At Risk
3
■ ■
• Green
Yellow
• Red
Shortcut
Projects At Risk
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Increased program size
•Second largest in San Diego County
•Updated imagery to embody the Carlsbad
experience
•Enabled holiday lighting in the Village
•Net cost savings moving forward
EDSP Program Updates
Banner Program
DASHBOARD
Project Information
100%
Percent Complete
In Progress
Status
07/01/23
Start Date
04/15/24
End Date
Tasks by Status
8
V
In Progress
• Complete
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Completed visits to Vuori and Argonaut
Manufacturing
•Upcoming visits to Quidel Ortho, MiraCosta TCI,
and HME
EDSP Program Updates
Company Tours
DASHBOARD
Project Information
81%
Percent Complete
In Progress
Status
Start Date
End Date
Tasks by Status
V
Not Started
In Progress
• Complete
• Cancelacl
• OnHolcl
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•CGLBID has expended all funds and the Advisory
Board has approved a recommendation to the
City Council to disestablish the District
•The CTBID is still overseeing the expenditure of
fund. Once all services have been rendered, the
CTBID Advisory Board will consider a
recommendation to disestablish
•Due to recent departures at several properties,
new advisory board members will need to be
appointed.
EDSP Program Updates
CTBID Conversion Tracking
DASHBOARD
Project Information
97%
Percent Complete
In Progress
Status
05/01/22
Start Date
06/30/28
End Date
Tasks by Status
2
6
V
Not Started
In Progress
• Complete
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Hosted the third cybersecurity awareness
program in conjunction with CCOE and the
Carlsbad Chamber
•The program promotes business and economic
resiliency by helping Carlsbad small businesses be
better prepared and aware of threats online
•More than 90 Carlsbad small businesses have
participated in the program so far
EDSP Program Updates
Cybersecurity Awareness Training
DASHBOARD
Project Information
59%
Percent Complete
In Progress
Status
08/15/23
Start Date
10/02/24
End Date
Tasks by Status
8
V
Not Started
In Progress
• Complete
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Dashboard of Economic Indicators has been
launched
•Will automatically update as new data becomes
available.
•Is a resource for data-informed decision making
for city leaders, businesses, and residents.
•Dashboard is live at carlsbadca.gov/economy
EDSP Program Updates
Ei2
DASHBOARD
Project Information
78%
Percent Complete
In Progress
Status
01/04/23
Start Date
08/14/24
End Date
Tasks by Status
17
V
NotStaned
In Progress
• Complete
{city of
Carlsbad
{city of
Carlsbad
Economic Overview
City of Carlsbad Economic Development Dashboard 0
Talent & Workforce Demographics ll.._ ___ eo_m_m_e_rc_ia_l_Re_a_l _Est_a_te __ .....,11 Business Activity & Industry Clusters
Economic Overview -Key Indicators Snapshot
Carlsbad's economy is characterized by its robustness and diversity, supported by a range of industries and favo rable
economic indicators. The city's Gross Domestic Product (G DP) shows steady growth, d rive n by key sectors such as li fe
sciences, technology, sports innovation and design, cleantech, and hospitality and tourism.
With a hea lthy employment rate and a skilled workforce, Carlsbad ma inta ins its economic prosperity. The city's median
household income surpasses the national ave rage, re fl ecting its hig h quality of life. Carlsbad's business la ndscape is
dive rse, with a wide range of industries contributing to its economic stabil ity and resilience.
This economic dashboard shows key indicators and trends to give readers a better understanding of t he city's economic
makeup and track record. The indicators shown below provide a high level overview of Carlsbad's economy. The d ifferent
tabs across the top allow for a deeper d ive into workforce dynamics, detailed industry information, and development
trends.
Gross Regional Product
(GRP)
$17 .1 B
04, 2023
Median Household Income
$146,596
04, 2023
Unemployment Rate
4.2%
04, 2023
Mean Travel Time
28.5
Minutes
2022
Medium Home Value
$1.45M
04, 2023
Total Businesses in Carlsbad
6,667
2023
Total Workforce
91,697
Jobs
04, 2023
Industrial Net Absorption SF
Total
97,849
04, 2023
Job Postings -Unique
7,752
04, 2023
Leasing Rate (NNN Rent
Overall)
19.49
04, 2023
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Hosted Roundtables with Sports and Active
Lifestyle, Cleantech, and Life Sciences industries
•Upcoming roundtable with the Tech industry
EDSP Program Updates
Industry Roundtables
DASHBOARD
Project Information
91%
Percent Complete
In Progress
Status
08/01/23
Start Date
06/28/24
End Date
Tasks by Status
V
Not Started
In Progress
• Complete
• Canceled
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Completed pivot to a more direct-service model
through a partnership with Connect and San
Diego North EDC
•Hosted a startup breakfast and networking event
with more than 40 businesses attending
•Connect’s annual Summer Social will be held at
The Flower Fields on June 13
EDSP Program Updates
lnnovate78
DASHBOARD
Project Information
99%
Percent Complete
In Progress
Status
07/01 /23
Start Date
06/27/24
End Date
Tasks by Status
2
2
V
Not Started
In Progress
• Complele
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•Partnered with SBDC for a “Concept to Creation”
series in March
•37 small businesses participated
•Upcoming “Connecting with Contracts” series
scheduled for June
•Will help small businesses connect with
government and institutional procurement
opportunities.
EDSP Program Updates
Library Business Workshops
DASHBOARD
Project Information
97%
Percent Complete
In Progress
Status
08/15/23
Start Date
04/01 /24
End Date
Tasks by Status
2
V
Not Started
In Progress
• Complete
{city of
Carlsbad
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•More than 450 candidates have profiles on the
new “Candidate Marketplace”
•New site features ensure easy and secure
usability by Carlsbad businesses.
•Since relaunching in April, more than 45 Carlsbad
businesses have signed up to use the platform
EDSP Program Updates
Life in Action Recruiter
DASHBOARD
Project Info rmation
85%
Percent Complete
In Progress
Status
07/01 /23
Start Dale
01 /05/24
End Date
Tasks by Status
10
V
Not Started
In Progress
• Complete
• On Hold
INNOVATION & ECONOMIC DEVELOPMENT
Summary of Activity
•In conjunction with SDNEDC and CSU San Marcos,
created a coordinated program to utilize vacant
student housing during summer months for
summer intern housing
•Reduces the barrier to sourcing interns by
providing lower-cost housing accommodations
•Several enrichment programs will take place to
ensure interns are engaged in North County
•As a result, enrollment has tripled in the last year
EDSP Program Updates
Project Tracking & Rollup
DASHBOARD
V
Project Information
53%
Percent Complete
In Progress
Status
08/01 /23
Start Dale
10/23/24
End Date
Tasks by Status
11
California State University
SAN MARCOS
Not Started
In Progress
• Complete
{city of
Carlsbad
FISCAL YEAR 2024-25 ACTIONS
•The Subcommittee’s recommendation to
support the Economic Development Strategic
Actions – Fiscal Year 2024-25 (Exhibit 1), move
the Small Business Liaison program
development to Fiscal Year 2024-25 without
creating a new position, and at a minimum
maintain the current service levels for
economic development, operational efficiency,
and data services in Fiscal Year 2024-25 will be
included in the budget process.
INNOVATION & ECONOMIC DEVELOPMENT
FISCAL YEAR
2024-25
(_City of
Carlsbad
{city of
Carlsbad